MGT 511: PROJECT

PLANNING AND
CONTROL
MADHAV PRASAD KOIRALA, PH.D.
PROFESSOR
Introduction: (4 hrs)
• Review of concept
• definition and characteristics of a project,
• project lifecycle and project phases.
• Project formulation and Project development.
• Project management.
• Project manager and skills required of a project manager.
 REVIEW OF CONCEPT
• Concept design is the initial idea behind a project or
development, representing a first reaction to a brief,
distinguishing it from "scheme design" according to some
designers.
• A project is a set of actions or inputs and outputs required to
achieve a specific goal, ranging from one to 100 people, and
can be simple or complex.
• Project planning is a discipline that outlines the timeline,
stages, and resources for a project, focusing on setting
measurable objectives, identifying deliverables, and planning
the schedule.
WHAT DID YOU LEARN ABOUT THE PROJECT DURING
YOUR BACHELOR'S?

• A high-value, time-bound, special activity or

employment with predetermined performance
objectives is referred to as a "project.“
• A temporary organization led by a project
manager is formed out of both human and
non-human resources to complete the project
in complex project contexts.
• A project can be thought of as any set of tasks
and activities that have:
• a definite goal that must be accomplished within
a set amount of time and requirements.
• established start and finish dates.
• funding restrictions utilize resources (i.e. man,
money, material, machine and minute
)uniqueness viewed from several angles.
• Some of civil engineering projects are construction and
management, geotechnical, structural, transport, water,
and architecture.
• Each of these projects requires extensive knowledge of
math, mechanics, and physics as well as the ability to
solve problems creatively.
• Management is the process of getting activities
completed efficiently and effectively with and through
other people.
• What the managers do, that is management, such as
planning, organizing, staffing, directing, controlling,
coordinating, reporting and budgeting.
• Project management is the practice of
initiating, planning, executing, controlling,
and closing the work of a team to achieve
specific goals and meet specific success
criteria at the specified time.
• This information is usually described in
project documentation, created at the
beginning of the development process
 CHARACTERISTICS OF A PROJECT
•A project must have a defined goal and unique characteristics,
avoiding duplication of tasks and resources.

•It must fulfill the owner's requirements and expectations.

•While some activities may be routine, the project itself should

not be.

•A construction project involves multiple interconnected

activities contributing to its overall goal.

•Completion deadlines must be clearly specified.

•Its complexity requires coordination across departments,

involving diverse individuals.
• The project manager must remain flexible to adapt to
changes during the project.

• Uncertainty arises from individual performance, skill

adaptability, and external influences.

• The total project cost must be defined and completed within

budget.

• The project should offer opportunities to develop new

skills.

• The project manager must adapt to changing circumstances,

as change is inherent to projects.

• Each stage carries risks that the project manager must

manage to achieve objectives.
 PROJECT LIFECYCLE AND PROJECT PHASES.
• The project lifecycle encompasses the phases from initiation to
completion, providing a structured framework for management:

• Initiation: Define objectives, scope, and feasibility; identify

stakeholders and secure approvals.

• Planning: Develop detailed plans for activities, schedules,

resources, and budget.

• Execution: Implement the plan, manage resources, and ensure

alignment with scope.

• Monitoring and Controlling: Track performance, manage changes,

and address issues.

• Closing: Finalize deliverables, close contracts, release resources,

and secure approvals.
Project phases are distinct stages within the lifecycle, each with specific
deliverables and objectives:
• Conception/Initiation: Define objectives and feasibility.
• Planning: Develop detailed plans for activities, resources, and budget.
• Execution: Implement the plan and manage resources.
• Monitoring and Controlling: Track progress, address issues, and make
adjustments.
• Closing: Finalize deliverables and conclude the project.

Key Points
• Phases are interconnected and iterative, allowing adjustments as
needed.
• Some projects may revisit phases based on changing requirements.
• Each phase delivers outputs essential to the project's success.
• Lessons learned improve future projects, enhancing efficiency and
knowledge.
PROJECT LIFECYCLE
 PROJECT LIFE CYCLE
EXAMPLE PHASES

Concept and
Proposal

Development

Implementation

Verification

Termination

Initial Phase Intermediate Phases Final Phase

GENERIC COST AND STAFFING LIFE
CYCLE

Cost and Intermediate Phases

Staffing (one or more)
Level
Initial Final
Phase Phase

Start Finish
Time
PROJECT PHASES / LIFE CYCLE OF THE PROJECT

1.Conceptual phase / Formulation phase

2.Planning phase
3.Implementation phase / Construction
phase
4.Termination phase.
 1. CONCEPTUAL PHASE /
FORMULATION PHASE

In this phase, the following major activities are

included:
It is also called initial phase / definition phase
of the project.
Project identification / selection / formulation
Pre-feasibility study of the project
Preliminary design of the project
Preliminary estimate of the project
 2. PLANNING PHASE/DEVELOPMENT PHASE
• It includes following major activities in this phases:
–Detail feasibility study
–Appraisal
–Project approval
–Detail engineering survey and design
• Analyzing and designing the structure and its
elements
• A set of explicit drawings and specification
• Setting standards of safety and performance
• Technology (construction methods)
• Detail estimation of the project
• Preparation of BOQ, Tender Form, Standard
specification, detailed drawings,
 FEASIBILITY STUDY

• Technical analysis
• Marketing analysis
• Socio - economic analysis
• Managerial analysis
• Financial analysis
• Environmental analysis / resettlement plan
PROCESS / FLOW CHART OF FEASIBILITY STUDY OF THE PROJECT
 CONTD..
 Procurement:
 Contracting and subcontracting
 Single general contract or subcontracting for various activities

 Material and Equipment Management:

 Managed by the general contractor

 Manpower Planning:
 Detailed resource scheduling

 Monitoring and Control:

 Establish inspection and control mechanisms

 Budget Planning:
 Conducted with expert team involvement
 3. IMPLEMENTATION
•Site Preparation:
•Site handover
•Set up project organization
•Construction Execution:
•Mobilize resources as per plan and schedule
•Implement control systems (monitoring, testing, sampling)
•Performance Control:
•Monitor schedule, cost, and performance (CPM, PERT, S-curve, quality
checks)
•Information Management:
•Maintain Project Management Information System (PMIS)
 4. TERMINATION PHASE
• Project evaluation and handover
• Document final construction work and changes (technical and
financial)
• Inspect and rectify defects
• Warranty period for issue resolution
• Prepare operating instructions and maintenance manuals
• Complete project report and issue final certificate
 PROJECT FORMULATION AND PROJECT
DEVELOPMENT
• The formulation of projects is a stand-alone analytical
management tool. It enables the business owner to make the
best project decision possible. Typically, a project
conceptualization exercise contains the following elements:
• Feasibility analysis.
• Techno-economic analysis.
• Project design & Network analysis.
• Input analysis.
• Financial analysis.
• Social cost benefit analysis.
• Pre-investment appraisal.
 PROJECT DEVELOPMENT
• Essential steps in project development:
• Create a thorough project outline.
• Assign clear tasks, responsibilities, and deadlines to team
members.
• Collaborate with finance experts to establish a detailed
budget covering materials, labor, and overhead costs.
• Steps in project development
• Initiation
• Who will this project help?
• Which department benefits from this project?
• Why is this project important?
• What changes will this project make?
• What is the likelihood that this project will be successful?
• Planning
• Considered crucial in project development.
• Develop a comprehensive project outline.
• Assign tasks to team members with clear responsibilities and deadlines.
• Collaborate with finance experts to create a detailed project budget, covering
materials, labor, and overhead costs.
• Execution:
• Implement the project based on the outlined plans.
• Assign tasks to team members and address any queries, identifying areas for
improvement.
• Control:
• Ensure adherence to updated plans for smooth project development.
• Monitor team members' activities to track progress, deadlines, and compliance
with project guidelines.
• Each team member's effective and valuable contributions are crucial for project
success.
• Closing:
• Evaluate project success and areas for improvement.
• Key considerations for the project report:
• Achievement of project goals.
• Identification of unmet goals and reasons.
• Changes made during the project.
• Lessons learned for future projects.
• Assessment of the usefulness of the project development plan.
• Identification of the most and least useful parts of the plan.
• Evaluation of who benefited most from the project
development plan.
 PROJECT MANAGEMENT
• A project is a time-bound collaboration aiming to produce a
product, service, or outcome with a defined scope, resources,
and timelines. It's crucial for every project team member to be
aware of their goals, resources, timelines, and processes,
ensuring clarity on the project's objectives. As projects often
involve individuals from different locations and
organizations, alignment within the team is essential from
initiation to completion. Project Management integrates
processes, knowledge, methodology, skills, resources, and
techniques to achieve project objectives within the specified
timeframe.
• Following are the five stages that apply to most of the projects:
• Initiation: Understanding the client’s requirements and set
goals and objectives.
• Planning: Creating a design that shapes the project and outlines
the cost, manpower required, resources, timelines and so on.
• Execution: Commencement of the project work as per the
timelines for completion of each segment.
• Monitoring/Project Tracking: While monitoring the progress
of the project, one must look into interruptions, breakdowns,
development and so on in order to make alternative plans to
achieve the set objectives.
• Conclusion/Project Delivery: It is the final product or the
service that’s delivered to the client with a final settlement.
• Project Management involves:
• Task management, resource allocation, budget planning, and
integration.
• Understanding project scope, estimating effectively, and
optimizing time and resources.
• Addressing breakdowns and setbacks by identifying
alternatives while maintaining quality.
• Efficient supply chain management for cost-effective stock
utilization.
• Sustained communication within the team.
• Knowledge management for timely decision-making.
• Stakeholder management by keeping all parties informed and
seeking input and feedback before advancing to the next
phase.
 PROJECT MANAGER AND SKILLS
REQUIRED OF A PROJECT MANAGER.
• Project Manger
• Project can not be completed within the time, cost and
quality unless a good project manager run the project.
• The project manager is delegated the authority of the
general manger in order to accomplish the desired
objectives successfully.
• Project manager is the key person of the whole project
and responsible to complete the project within the time
frame, project cost and required quality.
• Project manager may “ make or break” the project.
 THE PROJECT MANAGER AIMS TO ACHIEVE ITS MISSION

• By managing :  With
 Within
• Time and  Organization resources
 By
 Quality
progress
constraints
• Cost and cash  Planning resources
 Time
flow  Scheduling resources
constraints
• Quality and  Organizing resources
 Cost
performance  Directing resources
constraints
• Organizational  Monitoring
resources  Environm
behavior ent
 Controlling
resources
constraints
.
 RESPONSIBILITIES OF PROJECT MANAGER
• To produce the end result with the available
resources and within the constraints of time, cost
and performance / technology.
• To meet contractual profit objectives.
• To make all required decisions whether they be for
alternatives or termination.
• To act as the customer (external) and upper – level
and functional management (internal)
communications focal point.
• To negotiate with all functional disciplines for
accomplishment of the necessary work package
time, cost and performance . technology.
• Defining and maintaining the integrity of a project
RESPONSIBILITIES OF PROJECT MANAGER
CONTD…

• Development of project execution plan

• Organization for execution of the plan
• Direction, coordination and control of project
activities
• Contract management
• Projecting and problem solving
• Satisfaction of customer, government and the
public
• Achievement of project objectives, cash
surplus and higher productivity
• To resolve all conflicts, if possible
 ROLE OF PROJECT MANAGER

• Interpersonal roles : managers must deal with others

both inside and outside the organization.
• Figurehead role: It deals with ceremonial and
symbolic activities, for example greeting and receiving
visitors.
• Leader role: It involves leadership, motivational and
human resources management. These are essential to
the management of people.
• Liaison role: Activities for maintaining contracts
outside the organization, for example with community
 CONTD….

2. Informational roles: Managers receive

information from inside and outside the
organization. Informational roles consist of :
• Monitoring role: Information gathering
that is of value to organization.
• Disseminator role: Transmission of
information to those in the workplace. It
can be written of oral, formal or informal.
• Spokesperson role: Transmission of
information outside the organization.
Managers act as spokes person of the
organization.
 CONTD…
3. Decisional roles: Such roles emerge from day to day
activities. They can be:
• Entrepreneur role: Managers develop strategic
models for future organizational actions. They
identify opportunities and implement change.
• Disturbance handler role: This involves corrective
action for unexpected disturbances like strikes,
natural disasters etc.
• Resource allocator role: This involves allocating
available resources where they are most needed to
meet organization’s needs.
• Negotiator role: This involves negotiating
resolutions to disputes both inside and outside the
organization. Examples may be trade agreement or
trade union contract.
 SKILLS OF PROJECT MANAGER

• Managers need a wide variety of skills. The skills of project

manager are as follows:
• Technical skills
• Human skills
• Conceptual skills
1. Technical skills:
• They are ability to perform a specialized function. Project
manager should know the technical skills of different
aspects.
• S/he should be competent in his / her technical fields.
 CONTD…
• 2. Human skills: They are ability to get along with people, get
the jobs done through people, motivate people. They include
skills such as:
• Communication
• Negotiation
• Bargaining
• Leading
• Influencing
• Motivating
• Discipline
• Conflict management etc.
• Human skills are needed at all levels of manager.
• 3. Conceptual skills : These are ability to think and see “big
picture”. They are to relate the organization to environmental
forces.
• They reflect ability to organize information and to judge
relationships. This skill is most needed for higher managers
 MAIN CAUSES OF PROJECT FAILURE

• It is common to see a project failing to achieve its

mission of creating a facility within the specified cost
and time.
• Hardly, few projects get completed in time and within
original costs.
• According to the annual year 1989 – 90 of the Ministry
of Programme Implementation of India, out of 351
projects each costing over Rs. 20 crores are as follows:
• 56 % had cost overruns (totaling 20 % cost)
• 49 % faced a time overrun from 1 to 157 months.
FACTORS CONTRIBUTING TIME & COST OVERRUNS
ARE OUTLINED BELOW:
• Inadequate project formulation [ poor field investigation,
inadequate project information, inadequate project analysis, poor
investment decision]
• Poor planning for implementation [ inadequate time plan,
inadequate resource plan, poor organization, poor cost planning]
• Lack of proper contract planning [ poor contract award ]and
• Lack of project management during execution [inefficient and
ineffective working, delays, changes in scope of work and location,
unforeseen natural calamities, poor cost estimation, management
failure – planning failure, organizational failure, resource failure,
directional failure, controlling failure, coordination failure, etc]
MAIN DIFFICULTIES IN PROJECT IMPLEMENTATION
IN NEPAL [FACTORS AFFECTING IN PROJECT
FAILURE IN NEPAL]

• Unclear policy and  Consultant – related problems

objectives  Procurement delays

• Weak institutional  Delays in contract award

capabilities  Lack of coordination

 Delays in budget release
• Lack of user participation
 Poor monitoring and
• Defective project design evaluation
• Delays in project approval  Corruption
THANK YOU!